HARM is the tragic management of the employees, who individually and collectively contribute to the achievement of the strategic objectives of the organization. Assuming that the employees of an organization are Individuals with own mental maps and perceptions, own goals and own personalities and as such they cannot be perceived as a whole, HARM holds that the organization should be able to employ both individual and group psychology in order to commit employees to the achievement of organizational goals. Aiming to enable the organization to achieve Its strategic goals by attracting, retaining and developing employees. HARM functions as the link between the organization and the employees. A company should first become aware of the needs of its employees, and at a later stage, understand and evaluate these needs in order to make its employees perceive their Job as a part of their personal life, and not as a routine obligation.
To that end, HARM Is very crucial for the whole function of an organization because it assists the organization to create loyal employees, who are ready to offer their best. The HARM activities in modern organizations are typically performed In communication with the General Management in an effort to provide a rarity of views when a decision must be taken. In that way, decision making Is not subject to the individual perceptions of the HER or the General Manager, but it becomes the outcome of strategic consensus.
The main goals / responsibilities of HARM are:
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- To retain low employee turnover rate by Inspiring people to work for the company
- To attract new employees
- To contribute to employee development
To achieve these goals, Human Resources Management trains and motivates the employees by communicating ethical policies and socially responsible behavior to them. In doing so, It plays a significant role In clarifying the organization's problems and providing solutions, while making employees working more efficiently.
On the other hand, challenges do not cease for the HARM. Modern organizations can survive in the dynamic, competitive environment of today only if they capitalize on the full potential of each employee. Unfortunately, many companies have not understood the importance of the human capital in successful operations. The recruitment and selection of the best employees is a very difficult obligation. Even companies that are doted in the top-ten places to work at, often endure long periods of hard work to realize that human element is all an organization should care about.
New challenges arise even now for the organization, and It Is certain that new challenges will never cease to emerge. Therefore, the use of proper Human Resources techniques is a not only their quantitative goals but also their organizational culture, and their qualitative, cognitive aspects. Human Resources policies are written sources of guidance on how a wide range of issues should be handled within an employing organization, incorporating a description of principles, right and responsibilities for managers and employees.
The features of HER policy are
- The HER policy should present the principle that will guide the organization's actions and reflect a faith in the ethical values of employees. As Peter Trucker has observed, "The policies of an enterprise have to be balanced with the kind of reputation an enterprise wants to build up with special reference to the social and human needs, objectives and values". It should be consistent with the verbal philosophy and objectives of the organization, as well as with labor laws and public policy.
- The HER policy should be formulated after considering the long range plans and needs of the organization. The policy should be definite, positive, clear and easily understood by everyone in the organization so that what it proposes to achieve in the long term is evident. Only a clear policy statement can serve as a guide to thinking and decision-making.
- The HER policy must be reasonably stable but not rigid. It should be flexible to cover a normal range of activities. Change in a policy would be made only when it is essential and at fairly long intervals.
- The HER policy should be formulated with due regard for the interests of all the concerned parties - the employers, the employees and the public community. It should be stated in the broadest possible terms so as to serve as a guide in practice now and in the future.
- The HER policy must be developed with the active participation and support of the management and the co-operation of employees at the shop floor level and in the office. It should be formulated with active participation of the trade unions as well.
- The HER policy should be definite so that it is easy to understand. It should be stated in clear, definite and easily understood terms so that what it proposes to achieve is evident.
- The HER policy must provide a two-way communication system between the management and the employees. It should be communicated in writing so as to remove any confusion. This is necessary to prevent misunderstanding and to ensure uniformity of application.
- The HER policy should be consistent with public policy. A good HER policy should recognize individual differences and respect human dignity. It would be based on consistency in treatment to all employees without any favoritism or discrimination.
Outline the areas that should be included in HER Procedure Induction. Mismanaging performance. Redeployment and Redundancy Rewards and Benefits.
This is absolutely vital for new starter. Good induction training ensures new starters are retained and then settled in quickly and happily to a productive role. Induction is more than skill training. It's about the basics that seasoned routine for holiday; sickness; what dress code.
Managing Performance requires us to reconcile caring for and developing our people tit ensuring that departmental and organization aims are achieved. Managing performance requires us to strike a balance between compassion and accountability. Redeployment and Redundancy. This area is designed to support staffs through the very difficult process of redundancy and redeployment. It is therefore important to involve your HER team at the earliest opportunity. People to the company. Salary and incentive packages are one of the main reasons why people apply for specific Jobs. The more attractive compensation and benefits schemes tend to generate more interest in new position.
Ensuring that employees have the right skills is crucial to the growth and success of a business. The business case for developing employees is compelling research shows that training can Rewards and Benefits. The rewards and benefits schemes that HER professionals manage are not only important for retaining and motivating employees, but also for attracting new increase;
Saving Time and Costs
Investment in training can improve a company's financial standing. Poor performance often results when employees don't know exactly what they're supposed to do, how to their Jobs or why they need to work a certain way.
Training can help solve these performance problems by explaining the details of the Job. This should reduce duplication of effort in the workplace, the time spent correcting mistakes and the problem solving necessary to correct bad performances. Improved performance from employee training can reduce staff turnover, lower maintenance costs by reducing equipment breakdowns and result in fewer customer complaints. Better performance from employees typically creates less need for supervision and brings increased worker output.
Job satisfaction generally increases and self-esteem improves when employees better understand the workings of the company. Training can also enhance morale on the job and loyalty to the company. Workers who believe their company offers excellent training opportunities are generally less likely to leave their companies within a year of training than employees with poor training opportunities, according to Howard Community College in Maryland, which points to a poll of employees by Louis Harris and Associates.
Expectations and Needs
Training plays a key role in employee commitment, according to Scott Brume of the University of Rhode Island. The training program must meet expectations and needs of the employees, though. Companies are more likely to retain employees who view their training as relevant to their Jobs and subsequently have a positive commitment to their company. A successful training program consists of management providing employees with accurate information and communication about the training as well as a program that ensures that training is relevant to their Jobs.
Keeping well-trained employees pays off significantly for companies because the cost of employee turnover can be high. Costs include separation costs, such as exit interviews, administrative functions related to termination, severance pay and entrance interviews, testing, travel and moving expenses, pre-employment administrative expenses, medical exams and employment information. A study by the University of Wisconsin found that 75 percent of the demand for new employees was related to replacing workers who left the company.
Many factors determine whether a training program will be effective for a company that has lost employees, depending on how many workers are leaving. For example, sing temporary workers to fill in for former employees on occasion might actually save costs. Management can determine if a training program will work out by looking at the increased workloads for employees caused by vacancies, the stress and tension from turnover, declining employee morale and the decreased productivity that results from high loss of employees. Discuss the key Requirement of performance Management.
Performance management is a process that is designed to improve organization team and individual performance and which is owned and driven by line managers (Michael Armstrong). Reference management is a HARM process which has become increasingly popular since 1980 concerned with getting the best performance from individual in an organization, as well as getting the best performance from the team, and the organization as a whole. Effective performance management, therefore, involves sharing an understanding of what needs to be achieved and then managing and developing people in a way that enable such shared objective to be achieved.
Management believe that it is essential to provide an organization structure and good work climate which respect the dignity and worth of individual, encourage initiative, challenges individual capabilities, provide equal opportunities for development and equitably rewards effort and contribution. It will endeavor to provide a stable work environment that promotes career employment. It believes employees are the corporation's most valued source. The ideal situation is to have everyone pulling in the same direction.
The organization will benefit from setting out its aim in a clear way, for example by having a mission statement (a brief statement having setting out a general aim) which then give direction to effort at every level in the organization. Individual's objectives which are linked to the organization objective Regular performance review throughout the year. Performance-related pay Training and counseling. With such system put in place it becomes possible to establish for a period of time that an individual will be Judged against.
The results individual achieve can be judged against expected standard. A reward system can be tailored to the way in which the individual enable the organization to achieve results. latently Strategies for diagnosing and addressing performance problem. When an employee is failing at work, W. Edwards Deeming question can be apply to know why, "What about the work system is causing the person to fail? " Most frequently, if the employee knows what they are supposed to do, I find the answer is time, tools, training, temperament or talent.
The easiest to solve, and the ones most affecting employee retention, are tools, time and training. The employee must have the tools, who provides them. Performance Improvement Questions These are the key questions that the employer and the employee will want to answer to diagnose performance problems that result in the need for employer to seek performance improvement. This checklist for employee performance improvement will help diagnose the performance issue. What about the work system is causing the person to fail? Does the employee know exactly what you want him to do?
Does he know the goals and the outcomes expected? Does he share the picture you have for the end result? Does the employee have confidence in her competence to perform the tasks associated with the goal? Procrastination is often the result of an employee lacking confidence in her ability to produce the required outcome. Or procrastination can result from the employee being overwhelmed with the magnitude of the task. Is the employee practicing effective work management? As an example, does he break large tasks into small chunks of doable actions?
Does he have a method for tracking project progress and to-do lists? Has the employer established a critical path for the employee's work? This is the identification of the major milestones in a project at which an employer likes feedback from the employee. Do the employer keep commitment to attend the meetings at which this feedback is provided? Does the employee have the appropriate and needed people working with him or the team to accomplish the project? Are other members of the team keeping their commitments and if not, is there something the employee can do to help them?
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